Despite a plethora of agile literature, no text has addressed the intricacies of managing projects with agility - - until now!
° Addresses the leading non-published aspect of agile methods: project management
° Part of The Agile Software Development Series from Addison-Wesley
° Contains a handy set of agile tools and instruction on bridging the gap from traditional software project management
Please note - there is now a second edition of this book available, with the ISBN of 0321658396.
“Jim Highsmith is one of a few modern writers who are helping us understand the new nature of work in the knowledge economy.”
—Rob Austin, Assistant Professor, Harvard Business School
“This is the project management book we’ve all been waiting for—the book that effectively combines Agile methods and rigorous project management. Not only does this book help us make sense of project management in this current world of iterative, incremental Agile methods, but it’s an all-around good read!”
—Lynne Ellen, Sr. VP & CIO, DTE Energy
“Finally a book that reconciles the passion of the Agile Software movement with the needed disciplines of project management. Jim’s book has provided a service to all of us.”
—Neville R(oy) Singham, CEO, ThoughtWorks, Inc.
“The world of product development is becoming more dynamic and uncertain. Many managers cope by reinforcing processes, adding documentation, or further honing costs. This isn’t working. Highsmith brilliantly guides us into an alternative that fits the times.”
—Preston G. Smith, principal, New Product Dynamics/coauthor, Developing Products in Half the Time
One of the field’s leading experts brings together all the knowledge and resources you need to use APM in your next project. Jim Highsmith shows why APM should be in every manager’s toolkit, thoroughly addressing the questions project managers raise about Agile approaches. He systematically introduces the five-phase APM framework, then presents specific, proven tools for every project participant. Coverage includes:
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Chapter related to this title.
1. The Agile Revolution.
Innovative Product Development.
Reduced Delivery Schedules.
People and Process Adaptability.
Core Agile Values.
Responding to Change.
Individuals and Interactions.
Agile Project Management.
The APM Framework.
Thriving in a Chaordic World.
Herman and Maya.
The Guiding Principles of Agile Project Management.
Deliver Customer Value.
Innovation and Adaptability.
Planning and Control to Execution.
Delivery versus Compliance.
Employ Iterative, Feature-Based Delivery.
Creating a Better Product.
Producing Earlier Benefits.
Progressive Risk Reduction.
Champion Technical Excellence.
Customers and Products.
The Business of APM.
Reliable, Not Repeatable.
Encouragement Isn't Enough.
Build Adaptive (Self-Organizing, Self-Disciplined) Teams.
Getting the Right People.
Articulating the Product Vision.
Participatory Decision Making.
Insisting on Accountability.
Steering, Not Controlling.
Barely Sufficient Methodology.
Principles to Practices.
Principles and Practices.
An Agile Process Framework.
Get the Right People.
Practice: Product Vision Box and Elevator Test Statement.
Practice: Product Architecture.
Practice: Project Data Sheet.
Practice: Get the Right People.
Practice: Participant Identification.
Practice: Customer Team-Developer Team Interface.
Practice: Process and Practice Tailoring.
Process Framework Tailoring.
Practice Selection and Tailoring.
Practice: Product Feature List.
Practice: Feature Cards.
Practice: Performance Requirements Cards.
Practice: Release, Milestone, and Iteration Plan.
Next Iteration Plan.
First Feasible Deployment.
Risk Analysis and Mitigation.
Practice: Workload Management.
Practice: Low-Cost Change.
Practice: Coaching and Team Development.
Focusing the Team on Delivering Results.
Molding a Group of Individuals into a Team.
Developing Each Individual's Capabilities.
Providing the Team with Required Resources and Removing Roadblocks.
Coaching the Customers.
Orchestrating Team Rhythm.
Practice: Daily Team Integration Meetings.
Practice: Participatory Decision Making.
Leadership and Decision Making.
Set- and Delay-Based Decision Making.
Practice: Daily Interaction with the Customer Team.
Practice: Product, Project, and Team Review and Adaptive Action.
Customer Focus Groups.
Team Performance Evaluations.
Project Status Reports.
Adapt and Close Summary.
An Achilles' Heel?
The Scaling Challenge.
A Scaled Adaptive Framework.
A Hub Organizational Structure.
The Commitment-Accountability Protocol.
Is It Working?
Structure and Tools.
The Agile Vision.
The Changing Face of New Product Development.
Agile People and Processes Deliver Agile Products.
Implementing the Vision.
The Value-Adding Project Manager.
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